REG NASA-LLIS-1497-2003 Lessons Learned - Orbital Space Plane Development and Planning Documentation.pdf

1、Lessons Learned Entry: 1497Lesson Info:a71 Lesson Number: 1497a71 Lesson Date: 2003-07-01a71 Submitting Organization: MSFCa71 Submitted by: Lisa CarrSubject: Orbital Space Plane/Development and Planning Documentation Abstract: The Orbital Space Plane (OSP) lacked development and planning documents.

2、These documents may have aided the program in proceeding to the next level. Description of Driving Event: OSP planning documents were not sufficiently mature when the decision was made to embark on an accelerated program.Lesson(s) Learned: OSP planning documents were not sufficiently mature when the

3、 decision was made to embark on an accelerated program. Parallel development during program execution deadened the sense of urgency to complete them. Absent these documents, unseen organizational friction and implementation inefficiencies resulted. Additionally: a. Program Plan and SEMP The OSP Prog

4、ram Plan, Systems Engineering Management Plan (SEMP) and related foundational plans (Risk Management, Configuration and Data Management, Records Plans, etc.) were not sufficiently mature when the decision was made to embark on an accelerated program. Parallel development during program execution dea

5、dened the sense of urgency to complete them b. Schedule Planning and Implementation A lack of standardization of inputs from various centers and organizations complicated the Integrated Master Schedule baseline and updates. Additionally, in response to acceleration of the program, two separate sched

6、ules of ongoing and planned work were Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-being maintained. c. Flight Test Planning Flight test has a major impact on technical, schedule, and budget planning and should be considered in up-front planning.

7、Schedules leading to verification by flight testing need to be assessed for credibility. d. Program Shutdown The OSP program ceased abruptly. Some key players were reassigned early, including both managers and administrative personnel thus further complicating the shutdown task. Geographically dista

8、nt centers relied on web-sites and electronic meeting notices and calendars but, these tools were not updated regularly and then shutdown prior to programs end. Recommendation(s): It is a mistake to proceed with a program without at least a fully developed, documented, and communicated Program Plan

9、and Systems Engineering Management Plan. Parallel development during program execution can deadened the sense of urgency to complete them. Standardize inputs from various centers and organizations to aid in the smooth execution of the Integrated Master Schedule baseline and updates. Schedules leadin

10、g to verification by flight testing need to be assessed for credibility. NASA should establish procedures to perform an orderly shutdown of programs which are cancelled /terminated/ transitioned. This process should include the following, at a minimum: procedure to efficiently transition civil servi

11、ce and support contractors back into the workforce to maintain productivity and morale; procedure/format to document lessons learned by government and contractors (if required); defined communication paths to inform employees of management decisions throughout the transition; and a procedure to real

12、locate physical resources/equipment into the center infrastructure. Agency/Center management needs to take a proactive approach to support the displaced employees and show appreciation for accomplishments/successes, as appropriate. Close-out should be considered the last stage of a project - not sim

13、ply the delivery of the products to the customer. Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: N/AProvided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-Mission Directorate(s): a71 Exploration Systemsa71 Space Operationsa71

14、Aeronautics ResearchAdditional Key Phrase(s): a71 Policy & Planninga71 Program and Project ManagementAdditional Info: Approval Info: a71 Approval Date: 2005-04-01a71 Approval Name: Lisa Carra71 Approval Organization: MSFCa71 Approval Phone Number: 256-544-2544Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-